3 Organizational Change ManagementIt is not uncommon for an organization to choose to conduct a project that will have impact on the organization itself. Examples:New Time and Attendance SystemNew systemTransition from paper to electronic RequisitionsChange from primarily print to primarily electronic mediaIntroduction of a new technology (e.g. EDMS)Distribution of workers in new office spaceCopyright CVR/IT Consulting 2004

4 Organizational Change ManagementUpper Management undertakes these projects because they believe that there is sufficient gain to the organization to warrant the expense.And Upper Management usually moves forward on the basis that since it is in everyone’s best interest, those individuals affected will of course endorse the project and work to make it a success.And all too often Upper Management receives a rude shock.Copyright CVR/IT Consulting 2004

5 Organizational Change ManagementIt can be very difficult to introduce change to an organization. Failure to recognize and deal with this fact has been the cause of many project failures.Folger & Skarlicki (1999) - "organizational change can generate skepticism and resistance in employees, making it sometimes difficult or impossible to implement organizational improvements" (p. 25).Copyright CVR/IT Consulting 2004

6 Organizational Change ManagementAs the Management Team, you must be aware of the extent to which your projects may introduce organizational change, and then you must deal with this issue.Coetsee (1999) states "management's ability to achieve maximum benefits from change depends in part on how effectively they create and maintain a climate that minimizes resistant behavior and encourages acceptance and support" (p. 205).Copyright CVR/IT Consulting 2004

7 Organizational Change ManagementThe PMBOK makes scant reference to organizational change.This may be deliberate, since the PMBOK is designed to address those aspects of Project Management that are common to most or all projects, and there are many types of projects for which Organizational Change is not a significant factor (e.g. Construction of a new building).Copyright CVR/IT Consulting 2004

8 Organizational Change ManagementNonetheless, Organizational Change Management can be of serious concern to any organization whose projects will require change either in its customers or within the organization itself.So we will focus on Organizational Change here, in an effort to give you some insight on how to more effectively manage the People side of technology projects.Copyright CVR/IT Consulting 2004

9 Organizational Change ManagementWhat is Organizational Change?It is generally considered to be an organization-wide change, as opposed to smaller changes such as adding a new person. (See first slide of this section for examples)It includes the management of changes to the organizational culture, business processes, physical environment, job design / responsibilities, staff skills / knowledge and policies / procedures.When the change is fundamental and radical, one might call it organizational transformationCopyright CVR/IT Consulting 2004

10 Organizational Change ManagementWhat provokes Organizational Change? Examples:Management adopts a strategy to accomplish some overall goalMay be provoked by some major outside driving force, e.g., substantial cuts in fundingAn Organization may wish to evolve to a different level in their life cycle, e.g. from traditional government to e-governmentTransition to a new chief executive can provoke organization-wide change when his or her new and unique personality pervades the entire organizationCopyright CVR/IT Consulting 2004

11 Organizational Change ManagementTake a moment to think of an example of organizational change that you have experienced.Was it successful? Did it go smoothly?What were your feelings early on? Later?What did the people around you say about it?Copyright CVR/IT Consulting 2004

12 Organizational Change ManagementWhy is Organization-wide Change difficult to accomplish?Organizations go through four stages on the way to achieving their strategic objective:DenialResistanceExplorationRenewalCopyright CVR/IT Consulting 2004

13 Organizational Change ManagementAs the Organization works its way through these stages, there can be a negative impact on Productivity. This is referred to as the Productivity Dip and is portrayed on the next slide.Copyright CVR/IT Consulting 2004

15 Organizational Change ManagementMinimizing the size and duration of this Productivity Dip is dependent upon quickly creating acceptance to the strategic plan and all that it entails.But gaining that acceptance is often a difficult process, as some employees will, for various reasons, seek to block the changeCopyright CVR/IT Consulting 2004

16 Organizational Change ManagementFactors in Organizational ChangeEfforts by employees to block the intended change is referred to as Resistance to Change.Resistance to Change has been defined as:”...behavior which is intended to protect an individual from the effects of real or imagined change" - Alvin Sander, 1950”...any conduct that serves to maintain the status quo in the face of pressure to alter the status quo“ – Zaltman and Duncan, 1974Copyright CVR/IT Consulting 2004

17 Organizational Change ManagementFactors in Organizational ChangeResistance is a natural and inevitable reaction in an organization. You can expect itResistance is sometimes hidden, so it may be necessary to take active steps to find itThere are many reasons for resistance; it is important to understand itWe manage resistance by working with people, and helping them deal with their concernsThere are many ways to build acceptance. It is important to be flexible. But persist!Copyright CVR/IT Consulting 2004

18 Organizational Change ManagementFactors in Organizational ChangeThe key to successful management of organizational change lies in the people.They are the agents for successful transformation of the organization.They determine the Return on Investment from this processSo let’s have a look at where Resistance to Change comes from and how to best manage itCopyright CVR/IT Consulting 2004

19 Organizational Change ManagementResistance to ChangeWhy people resist change:Resistance to change can be a defense mechanism caused by frustration and anxietyIndividuals may not be resisting the change as much as they are resisting a potential loss of status, pay, comfort, or power that arises from expertiseIn many case there is not a disagreement with the benefits of the new process, but rather a fear of the unknown future and about their ability to adapt to it, e.g. fear that one will not be able to develop new skills and behaviors that are required in a new work settingCopyright CVR/IT Consulting 2004

20 Organizational Change ManagementResistance to ChangeWhy people resist change:There may be resentment in disgruntled employees due to a perceived unfairness of the change. This can be strong enough to lead to sabotage.Some employees may see the change as a violation of "personal compacts" management has with their employees. This can involve elements of mutual trust, loyalty and commitment and go very deepAn employee may have a “competing commitment” that is incompatible with the desired changeCopyright CVR/IT Consulting 2004

21 Organizational Change ManagementResistance to ChangeWhy people resist change:An employee may be operating on the basis of a desire to protect what they feel is the best interests of the organizationAn employee may provoke insightful and well-intended debate, criticism, or disagreement in order to produce better understanding as well as additional options and solutions.Copyright CVR/IT Consulting 2004

22 Organizational Change ManagementResistance to ChangeThe take-home message from all this is that there is no simple explanation for Resistance to Change, and therefore no simple way to circumvent it.Indeed, there are instances where an employees “resistance”, although not in the plan, could result in beneficial consequencesCopyright CVR/IT Consulting 2004

23 Organizational Change ManagementHow prevalent is Resistance to Change?It is generally acknowledged that in an average organization, when the intention for change is announced:15% of the workforce is eager to accept it15% of the workforce is dead set against it70% is sitting on the fence, waiting to see what happensCopyright CVR/IT Consulting 2004

24 Organizational Change ManagementHow can I best accomplish Organization-wide Change?Since our interest here is in Management of Organizational-wide Change, it can be helpful to re-define Resistance to Change as “employees are not wholeheartedly embracing a change that management wants to implement" (Dent & Goldberg, 1999)This allows us to focus on gaining acceptance (a positive) rather than on breaking down resistance (a negative).Copyright CVR/IT Consulting 2004

25 Organizational Change ManagementHow can I best accomplish Organization-wide Change? The high-level view:Get senior management agreement (i.e. conflicting goals can kill the project!)Identify a champion who can articulate the reasons for and advantages of the changeTranslate the vision for change into a realistic plan and then carry out the planInvolve people from every area of the organizationCommunicate. Communicate. Educate. Educate.Get organizational buy-in to the changeModify organizational structures so that they will sustain the changeCopyright CVR/IT Consulting 2004

26 Managing Organizational ChangeFrom Carter McNamara, PhD,(Management Assistance Program for Non-Profits)Widely communicate the potential need for change. Communicate what you're doing about it. Communicate what was done and how it worked out. Communicate that Senior Management backs this strategy unanimously.Get as much feedback as practical from employees, including what they think the problems are and what should be done to resolve them. If possible, work with a team of employees to manage the change.Don't get wrapped up in doing change for the sake of change. Know why you're making the change. What goal(s) do you hope to accomplish? Communicate the goals!Copyright CVR/IT Consulting 2004

27 Managing Organizational ChangeFrom Carter McNamara, PhD,(Management Assistance Program for Non-Profits)Plan the change. How do you plan to reach the goals, what will you need to reach the goals, how long might it take and how will you know when you've reached your goals or not? Focus on the coordination of the departments/programs in your organization, not on each part by itself. Have someone in charge of the plan.Delegate decisions to employees as much as possible. This includes granting them the authority and responsibility to get the job done. As much as possible, let them decide how to do the project.The process won't be an "aha!" It will take longer than you think.Keep perspective. Keep focused on meeting the needs of your customer or clients.Copyright CVR/IT Consulting 2004

28 Managing Organizational ChangeFrom Carter McNamara, PhD,(Management Assistance Program for Non-Profits)Take care of yourself. Organization-wide change can be highly stressful.Don't seek to control change, but rather expect it, understand it and manage it.Include closure in the plan. Acknowledge and celebrate your accomplishments.Read some resources about organizational change, including new forms and structures.Consider using a consultant. Ensure the consultant is highly experienced in organization-wide change.Copyright CVR/IT Consulting 2004

29 Organizational Change ManagementSummaryOrganizational Change Management is “all of the actions required for an organization to understand, prepare for, implement and take full advantage of significant change”.The goals of Change Management are:The successful design, implementation, measurement and maintenance of an organization’s change initiativeEnhancement of their on-going capacity for managing changeCopyright CVR/IT Consulting 2004

30 Organizational Change ManagementSummaryEnterprise Transformation is driven by an underlying strategy that organizes and energizes People to understand, embrace and make full use of new Process and TechnologyDegree of success of this endeavor is measured by the level and nature of the Business Impact achievedCopyright CVR/IT Consulting 2004

31 Organizational Change ManagementTake home message:Provide adequate attention to the human side of technology projects and you will eliminate one of the greatest causes of technology project failure.Copyright CVR/IT Consulting 2004